IntroductionThe Braidwood sewerage treatment plant upgrade was completed in late 2010. This followed extensive deterioration of the existing sewerage plant due to its age and lack of functionality coupled with the increased amount of sewerage from the equally increasing population. Advancements in legislature also had superseded the existing sewerage plant as it was not incompliance with the environmental protection authority requirements. This project was funded by the Australian government, the New South Wales government and the Palerang Council (Merkel, 2011). The objective was to ensure sewerage treatment up to acceptable levels for discharge into the flood creek under supervision of environmental experts to ensure that the discharge could not harm the aquatic ecosystem.
The project also aimed at providing alternative overflow storage to minimize the probability of discharging untreated sewerage into the flood creek. Through the improvement of the plant the use of recycled water was to be greatly improved to minimize unsustainable utilization of the water resource available (Mayo, 1977). From the improvement the Palerang Council will be able to meet the Environmental Protection Authority Licensing requirement. The treatment plant will provide a lee way of improving the effluent to standards prescribed by the NSW Department of Environment, Climate Change and Water, and the Sydney Catchment Authority (NSW Department of Environment, Climate Change and Water NSWDECCW, 2010).
Future growth of population was considered and the new implementation of the plant would provide long lasting solution for many years to come. The management and overall over seer of the project was the Precision Pipeline PTY Ltd. Other companies involved are such as the Public Works Department of the NSW who were in charge of management of the contract.
With this management team, the project successfully came to a completion that satisfied the council’s expectation and met most of the objectives set out in the project plan. The high standard of the new system was adequate for effluent treatment that meets the license conditions for operationalization. The operationalization of the new plant was started in August 2010 and the plant was then handed over to the council for management. Operation costs will be funded by the annual sewerage charges that are levied on the customers utilizing the sewerage services (Merkel, 2011). Stakeholders’ AnalysisStakeholders of the upgrade are the community who will ultimately utilize the project and the contractors who are involved in the project development.
Other stakeholders who are secondarily affected by the project include the sub-contractors who will be involved in delivery of materials. The councils and governments were the greatest stakeholders whom pleasing will be beneficial to project implementation (McGee, & Wilson, 2005). The overall project manager identified these stakeholders and deemed it necessary to interact effectively with them to increase the support for the implementation of the project.
The stakeholders’ analysis is used to guide the implementation of the project as this abets success (Meredith & Mantel 1995). The success of the project can be attributed to the intensive nature of involvement of all stakeholders and the quest to satisfy all their interests. The governments and management councils were fully gratified by the fulfillment of the legislative requirements. The main contractors of the project, Precision Pipelines Pty Ltd were under the managements of the NSW Public Works. The NSW Department of Environment Climate Change And Water monitored the discharge volumes and nutrient content of the discharge to ensure that upon completion the discharge was good enough to be released to the environment.
Data collected from the SCA and water quality control data was used in identification of locations for upgrades such as the Braidwood sewerage treatment plant and protection of water quality within the area. The engagement of the stakeholders was done depending on the level of interest of their and involvement in project implementation. The management strategized well enough not to put too much pressure on the stakeholders to the extent that they saw the whole project as a big bother.
The stakeholders’ views were also closely considered to ensure that minor mistakes were avoided such as spillages during the conveyance of sewerage to the treatment plant and from the treatment plant to the surrounding environment.